44 Ducere Est Servire: THE LEADERSHIP JOURNAL OF DALLAS BAPTIST UNIVERSITY ties, guided by values of servanthood, compassion, and love. Through their guidance and mentorship, they help followers develop the skills, character, and resilience needed to address the challenges of the world with wisdom, integrity, and grace. Generativity at Work: A Call to Action The concept of generativity is increasingly being applied to a sociotechnical “systems” framework that focuses on product-based creativity and innovation in the workplace.61 A recent qualitative study on the multiple meanings of generativity at work discussed generativity within a digital architecture construct.62 Llewellyn Thomas and Richard Tee identified seven additional components of generativity: generative architecture, generative governance, generative community, generative fit, combinatorial innovation, generative outcomes, and generative feedback.63 The idea of different components of a digital architecture coming together in innovative ways may not seem relatable to our application of generativity, but it may spur a creative approach to the products or services we as leaders provide and how that can impact future generations. These ideas may further stretch or define the areas that generativity may impact. A leader has the opportunity to reimagine leadership and its prioritization of generativity within the next generation of leaders.64 Brittany Devies and Kathy Guthrie emphasized the need to think about how leaders prioritize caring for followers over control of followers.65 Another area of emphasis is on leadership learning and development, both individually and organizationally, to create “environments and opportunities where learning is exciting, accepted, and praised.”66 According to Ronald Heifetz and Martin Linsky, this is critical for the practice of generativity and the development of generative leaders in the workplace.67 Leaders have the opportunity to commit to generative leadership by focusing on others rather than self. Many leaders are nearsighted and emphasize short-term goals and self-focused achievements. It would behoove leaders to take a long-term, bigger picture perspective including development of next generation leaders. Heifetz and Linsky mention a “balcony perspective” that encourages the leader to step away from the
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